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Fordlandia: Henry's bungle in the jungle - Sympatico.ca Autos

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From the collections of The Henry Ford, copy and reuse restrictions apply

Fordlandia: Henry's bungle in the jungleMichigan-style towns in the middle of nowhere…with "nowhere" being the middle of theAmazon jungle

October 14, 2012, by Jil McIntosh

Of all the materials that go into acar, few have a history richer thanthat of rubber. And few have shownup in as odd a place as Fordlandia,a plantation that Henry Ford tried tobuild as a Michigan-style city in themiddle of the Amazon jungle.

It would feed the vital material to his factories,but it was also the type of social experimentthat Henry loved to undertake. Alas, nothingwent as planned.

When it was all over, Fordlandia and itssuccessor Belterra cost the company $20million. In return, at the height of production,the plantations produced just slightly morerubber in a year than Ford’s factories used in a

week.

Why did Ford bother with rubber?Natural rubber comes from plants, mostly from the Hevea brasiliensis tree, which is native to South America.For centuries, natives tapped the trees that grew randomly in the rain forests. But as the outside world becamemore industrialized, demand increased, and by 1939, rubber would become the largest dollar-value import intothe U.S. Each car contained some 200 rubber parts, plus its tires.

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All went well for about an hour, but then it turned ugly.The concrete hall was brutally hot. The clerks took toolong to record badges, and the cafeteria servers couldn’tkeep up.

Men in line started pushing, and when one rushed in toconfront the payroll officer, everything exploded. A full-scale riot ensued, with American employees fleeing fortheir lives.

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Henry Ford was no stranger to managing raw materials. Early cars contained large quantities of wood, and inthe mid-1920s, he bought land in Michigan’s Upper Peninsula to provide him with timber.

To support production, he built towns containing roads, schools, housing, churches, and sanitation systems.But Ford had an idealized vision of rural life to which workers had to conform, and so stores couldn’t sellalcohol or tobacco, gardens had to be planted, children had to learn old-fashioned dances, and homes had tobe kept to his standards.

It was possible in Michigan, but would be a major part of the problem when he tried to do the same in Brazil.

Ford also tried to build a city in Muscle Shoals, Alabama, but was unable to complete the deal whengovernment officials opposed privatization of the area’s natural resources.

His next endeavour, Fordlandia, would serve two purposes: provide his company with rubber, and improve thelives of the Brazilians who would live and work there.

Jorge Villares (liaison to Ford and Brazilian government), back left, and work crew at Fordlandia, May 14, 1928.From the collections of The Henry Ford, copy and reuse restrictions apply

.

The setupBrazil had lost its status as the world’s foremost rubber supplier in the late 1800s, when seeds stolen by anEnglish explorer were used to establish plantations in Asia. Rubber’s value could swing wildly, and in 1922,Britain set quotas and high prices. This sent the U.S. looking for new supplies.

Ford was not the first from the private sector to oversee production in other countries. Hershey grew sugar in atown it established in Cuba; Firestone had a rubber plantation in Liberia; and Goodyear, Michelin, and Dunlopall owned rubber estates in various countries.

But Ford had two strikes against him: rubber’s fragility when commercially planted in its native country, and hisbelief that if a plan worked in Michigan, it would work anywhere in the world.

Rubber is susceptible to insects and disease, but when it grows wild in the jungle, the trees are far enoughapart that isolation creates protection. It could be cultivated in Asia because its natural enemies hadn’ttravelled along with the original seeds.

But when the trees were planted in Brazil, side by side over thousands of acres, problems could spreadrapidly. And that was something no one realized because, believing that farming rubber wasn’t much differentthan planting corn at home, Ford didn’t send a horticulturist to the site.

The planThe company made its deal with the Brazilian government in 1927: 2.5 million acres of land, in return for 9 percent of profits after 12 years. The property was on the Tapajós River, which flows into the Amazon, and wasblanketed with trees that Ford planned to mill for exotic hardwood. The settlement of Boa Vista would becomethe city of Fordlandia.

A steamer and barge were purchased in the U.S., and filled with machinery and prefabricated buildingsneeded to start the project. Ford employees already at the site had warned of a rock ledge in the river that theships wouldn’t be able to pass in the dry season when the river was low.

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The company sent the steamer’s captain to Brazil to investigate, and he returned with the same news. But theships were already packed and the machinery was needed, so Ford dispatched them anyway.

The river was indeed too low, and it took an extra two months for everything to finally arrive at the site.Unloading was also a problem, since the cranes needed to remove the heavy cargo had been the first itemspacked in. And that was just the beginning.

Ford wouldn’t accept the unique properties of the rainforest, and schedules were set regardless of practicality.The forest was cleared and burned in the wet season, and rubber trees were planted in the dry one, stuntingtheir growth.

Heavy rain washed away the bare soil, and workers had to build extensive (and expensive) terraces toprevent erosion. Once planted, the trees would take five to seven years to reach sufficient maturity for tapping.

Fordlandia aerial view, ca. 1933.From the collections of The Henry Ford, copy and reuse restrictions apply

.

The cityFordlandia grew alongside the plantation. It had houses, schools, a hospital, hydroelectric plant, companystores, and a restaurant where workers were expected to eat all of their meals. Housing, food and medicaltreatment were free, and Ford paid good wages, which would have guaranteed him a loyal workforce backhome…except this wasn’t Michigan.

Fordlandia had high turnover. Traditional rubber tappers worked only in the rainy season, and many returnedto their villages in the dry season as they had in the past. The plantation kept factory hours, but Brazilianspreferred to work early and late, and stop at noon when temperatures were highest.

Furthermore, high salaries didn’t mean all that much. It was easy enough to feed one’s family by hunting andfishing in the lush jungle, and there wasn’t much opportunity to spend wages, since the company chased awaythe river boats that offered gambling and alcohol.

Ford also never made money on the timber it cleared. The trees were either too pulpy, or so hard that sawblades sent from Michigan couldn’t penetrate them. The thick forest had to be cleared before a useful treecould be felled, and once cut, the wood warped from humidity.

And just when enough boards had been milled to make shipping them worthwhile, the Depression hit, wipingout any market for expensive exotic wood. Most of the lumber was eventually burned.

The plantation had its share of labour unrest during its first two years, but throughout 1930, everything seemedto be going smoothly. Still, there was an undercurrent that just needed a spark to set it off. The workers werefed American-style food, much of it imported from the U.S.

These meals were unpopular on their own and even more so when the company began deducting the costfrom the workers’ pay. Everyone ate in a large hall, labourers at one end and skilled workers at the other, their

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Fordlandia: Henry's bunglein the jungleOf all the materials that go into acar, few have a history richer thanthat of rubber. And few have shownup in as odd a place as Fordlandia,a plantation that Henry Ford tried tobuild as a Michigan-style city in themiddle of the Amazon jungle.

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food brought to them by waiters.

The hall had originally been open-walled and with a thatched roof, but replaced with a Michigan-style concretebuilding with metal roof.

The downfallIn December 1930, Ford sent Chester Coleman, a foreman from Michigan’s Rouge plant, to take charge ofFordlandia’s kitchens. Coleman’s first directive, on the day he arrived, was to eliminate the waiter service. Twodays later, workers discovered it was now cafeteria-style, and they would have to line up, have their badgenumbers recorded, and carry their own food.

All went well for about an hour, but then it turned ugly. The concrete hall was brutally hot. The clerks took toolong to record badges, and the cafeteria servers couldn’t keep up.

Men in line started pushing, and when one rushed in to confront the payroll officer, everything exploded. A full-scale riot ensued, with American employees fleeing for their lives.

The Brazilian workers destroyed almost everything. Ford officials returned a few days later, accompanied bysoldiers from a local military base, and received a list of workers’ grievances. Ford, who hated unions, sentword to reject the demands. The workers were paid wages owed, and then most were fired.

The few who remained were put to work rebuilding Fordlandia, even as worldwide rubber prices fell and HenryFord quietly tried to sell the plantation (which he planned to visit, but would never actually see).

It seemed that nothing was learned from the riots.

Fordlandia time clock, destroyed in the riot of December 1930.From the collections of The Henry Ford, copy and reuse restrictions apply

.

Epidemics of leaf blight in 1940, and caterpillars twoyears later, destroyed many of the trees. When tappingbegan in 1942, the two plantations produced just 750tons of latex. In contrast, Firestone’s operation in Liberiatapped about 10,000 tons annually.



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The endNew houses were built, but when Ford discovered they were Brazilian-style adobe with thatched roofs, heinsisted they be torn down and replaced with metal-roof bungalows. The northern-design houses becameovens in the steamy jungle heat.

The rubber trees also had problems. Weakened by an unusually dry season, and now large enough that theirleaves touched, they were ravaged by blight that easily spread between them. Ford sent a plant expert, JamesWeir, who grafted trees using hardy stock shipped from Asia.

He also convinced Dearborn to do the unthinkable: abandon the project and start over. Ford traded 500,000acres of Fordlandia for the same in Belterra, about 100 kilometres down the river.

Belterra would also be a model village, and Ford built a golf course, swimming pool, movie theatre, andclapboard houses. Both plantations stayed in operation, although Belterra had five times as many employees.Blight wasn’t a major problem at Belterra, but insects were, and workers were constantly spraying and hand-picking bugs off the trees.

And there was another issue: it was discovered that while the grafted trees successfully held their own againstdisease, they produced far less latex than regular trees.

The plantations were in a downward spiral. Brazil was undergoing economic modernization, and under newlabour laws, Fordlandia and Belterra employees organized unions in 1937, presenting the company with listsof grievances.

Epidemics of leaf blight in 1940, and caterpillars two years later, destroyed many of the trees. When tappingbegan in 1942, the two plantations produced just 750 tons of latex. In contrast, Firestone’s operation in Liberiatapped about 10,000 tons annually.

Asian rubber supplies dried up due to the war, and the U.S. government contracted with Latin Americancountries to provide investment and good prices in return for rubber. Ford’s plantations couldn’t producemuch, but to get in on subsidies and higher prices, the company allowed its grafting techniques and clonedtrees to be used for Latin American planting.

Company president Edsel Ford died in 1943, and with Henry Ford too frail to continue, Henry's grandsonHenry Ford II was released from the Navy and installed as chief. The company was overextended and Henry IIimmediately trimmed anything that didn’t turn a profit.

On November 5, 1945, Fordlandia and Belterra were sold to the Brazilian government for $244,200, theamount of severance pay legally due to the workers. The properties were valued at $8 million, and over theyears, Ford had invested $20 million into them.

In fairness, not everything was a failure. The sanitation systems and health care dramatically reduceddiseases among the population, especially malaria, and hundreds of children went to Ford’s schools. Thebreeding and grafting improved the rubber grown in South and Latin America.

Today, Belterra farmers primarily grow soy, and the nearby beaches have created a small tourism industry. Incontrast, Fordlandia lies almost abandoned, its buildings slowly decaying into the encroaching jungle. HenryFord may have been one of the most powerful industrialists on the planet, but there were challenges even hecould never overcome.

(All photos from the collections of The Henry Ford, copy and reuse restrictions apply.)

Want to know more about Fordlandia? There was a book published in 2009, and TV news network AlJazeera recently did a piece on what's left of the village.

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autos.sympatico.caFordlandia: Henry's bungle in the jungle - Sympatico.ca Autos

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